Leaders in the APS are stewards of culture and should have the skills to foster an environment where integrity conversations are common. Peer learning and support can occur when leaders share ethical dilemmas and reflections on learning in a small group setting.

• Finance is developing leadership capability and accountability through a training module on ‘ethics and Integrity’ for SES leaders. In order to underscore that behaving with integrity is a responsibility of staff at all levels, Finance added ‘Acting with Integrity’ to its leadership expectations (which apply to all staff).
• The Department of Foreign Affairs and Trade (DFAT) customised the APS Academy’s SES Integrity Masterclass for the overseas context and has embedded it in pre-posting training for outgoing Ambassadors, Heads of Mission and SES staff.
• DITRDCA has developed conversation starters to help senior executives and governance committees consider integrity issues, including an Integrity checklist and instructional videos. DITRDCA has appointed a Deputy Secretary-level Integrity and Risk Champion to promote an ongoing positive integrity and risk culture, raise awareness of integrity and drive implementation of DITRDCA’s Integrity Strategy.

Integrity Good Practice Guide

This placemat outlines key concepts from the SES Integrity Masterclass Series on championing and strengthening a workplace culture of integrity, and building integrity capability. Participants are encouraged to discuss course learnings with team members and colleagues and to guide how learnings might be applied in the workplace.

Remember, integrity is something we do, not just something we have. To practise integrity well, simply knowing the ‘rules’ is not sufficient – all employees, at all levels, play an important role in fostering a culture where integrity conversations are mainstream.

For more information visit the Australian Public Service Commission’s Integrity webpage or the APS Academy’s website.

• A pro-integrity culture in the Australian Public Service is essential to enhancing trust, producing better decision making and exemplifying high professional standards.
• Senior leaders are stewards of culture and must foster an environment where integrity
  conversations are mainstream.
• The building blocks of a strong integrity culture are awareness, capability and accountability.

Applying your learnings in the workplace

• Promote enduring engagement with integrity within your team and organisation.
• Engage in frank and fearless conversations with colleagues to make integrity conversations mainstream.
• Champion a culture of integrity by sharing and socialising the Guide to Integrity Conversations and this Key takeaways placemat.

• Mutual awareness and recognition for the importance of integrity is vital to fostering environments where integrity conversations are mainstream.
• The difference between ‘pro-integrity culture’ and simply ‘anti-corruption’ is the maturity of agency culture and capability to have integrity conversations.
• Bring your own experiences and reflections to the table when engaging in integrity conversations.

• Integrity is developed through critical reflection – individually and at the organisational level.
• Leading with integrity entails developing trustworthiness and authenticity.
• Regular integrity conversations fosters a reflective space and builds psychological safety.
• Effective integrity management ensures proper leadership succession planning, and builds the bedrock for future organisational reflection.